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Leadership Readiness Assessment

Manager Report for Selection PSI

Prepared For

Evelyn Walton

2019-02-04

© 2018 PSI Services LLC, All Rights Reserved

MANAGER REPORT FOR SELECTION

Leadership Readiness AssessmentPROFILE REPORT OVERVIEWParticipant: Evelyn WaltonTest Date: 2019-02-04

Overall Band

Band Levels A

Very likely to succeed in role

B

Likely to succeed in role→ C Acceptable likelihood of success in role D Unlikely to succeed in role

The → represents Evelyn Walton's overall performance

The overall score information presented above is the best predictor of the participant's likelihood of success in role. It is derived byoptimally weighting each component of the test using the best available evidence for your organization.

INSTRUCTIONS FOR MANAGERS

The manager section of this report contains information to help you understand the assessment results.

1. Summary of Competencies and Attributes Leadership Competency Summary Provides ratings on competencies that research has shown are critical to success as a leader.

Competencies - skills and behaviors that are critical to leader success

Growth Opportunity - improvement will increase likelihood of success in the competency Acceptable - somewhat likely to perform successfully; improvement will enhance success

Strength - very likely to perform successfully in the competency

Leadership Attribute Summary Provides ratings on attributes that research has shown have impact on leader effectiveness and development.

Attributes - personal dispositions that impact a leader's growth and/or effectiveness

Limiter: makes growth as a leader more challenging

Neutral: neither enables or limits development as a leader

Enabler: is an asset in developing as a leader

2 © 2018 PSI Services LLC, All Rights Reserved

MANAGER REPORT FOR SELECTION Leadership Readiness Assessment

The factors on the profile report are descriptions of areas where participants are likely to have strengths and whereparticipants are likely to encounter challenges. They should be used along with other data sources to build developmentplans or make HR decisions.

By "tend to" in the performance descriptions, we mean a personal disposition to act in a certain way. If the disposition is ratedas an enabler, for these individuals it will be an asset that helps with job performance and development. If it is rated as alimiter, for these individuals the disposition could create performance and development challenges. However, someindividuals with limiter tendencies may have learned to manage them so that they do not affect their performance or others'perceptions of them.

Results are organized into four categories:

Personal Orientation to Leadership -This category contains the attributes that cause a person to find intrinsicsatisfaction from leading others.

Making Decisions - This category contains attributes and competencies associated with sound managerial decisionmaking and planning.

Leading Individuals and Team - This category contains attributes and competencies associated with leading directreports.

Working Effectively with Others -This category contains attributes and competencies associated with buildingeffective internal and external partnerships.

2. Behavioral Interview Guide Provides an interview guide to gather further information about leadership behaviors related to the assessment factors.

(Please see the Glossary of Terms for a description of each attribute and competency.)


Leadership Readiness AssessmentPROFILE REPORT SUMMARYParticipant: Evelyn WaltonTest Date: 2019-02-04

COMPETENCIESMAKING DECISIONS

Growth Opportunity Acceptable Strength

Decision Making

Planning and Organizing

LEADING INDIVIDUALS AND TEAMS


Coaching

Facilitating Change

WORKING EFFECTIVELY WITH OTHERS


Building Strategic Working Relationships

Building Customer Loyalty

Gaining Commitment

Competencies - skills and behaviors that are critical to leader success Growth Opportunity - improvement will increase likelihood of success in the competency

Acceptable - somewhat likely to perform successfully; improvement will enhance success

Strength - very likely to perform successfully in the competency



PROFILE REPORT SUMMARY Participant: Evelyn Walton

Test Date: 2019-02-04

ATTRIBUTESMAKING DECISIONS

Limiter Neutral Enabler

Demonstrating a Quality Orientation

Having a Systematic Decision-Making Style

LEADING INDIVIDUALS AND TEAMS Limiter Neutral Enabler

Reading People

Taking Responsibility



Having an Outgoing Disposition

Having a Relationship Orientation

Sharing Thoughts and Feelings

PERSONAL ORIENTATION TO LEADERSHIP


Displaying Adaptability

Displaying Confidence

Having a Learning Orientation

Having an Achievement Orientation

Having a Willingness to Lead

Attributes - personal dispositions that impact a leader's growth/or effectiveness Limiter: - makes growth as a leader challenging

Neutral - neither enables or limits development as a leader Enabler - is an asset in developing as a leader


Leadership Readiness AssessmentBEHAVIORAL INTERVIEW GUIDEParticipant: Evelyn WaltonTest Date: 2019-02-04

Use these questions to further explore performance in each area.

MAKING DECISIONS

SUGGESTED INTERVIEW QUESTIONS

1. Sometimes we can identify a small problem and correct it before it becomes a majorproblem. Can you give me an example of a time when you identified a small problembefore it became big?

2. What are some of the typical obstacles or barriers you've encountered as a leader thathave made it difficult to achieve your required goals? Can you provide a specific examplethat shows how you handled the obstacles?

3. What objectives were you expected to meet this year? What steps did you take to makesure you were making progress on and meeting all of them?

LEADING INDIVIDUALS AND TEAMS


1. Describe a time when you addressed a problem that would normally be addressed bypeople at higher levels in the organization or by someone in another area of responsibility.

2. What are the most effective techniques you have used to help another person develop hisor her skills and abilities? Give me a specific example of your use of one of thesetechniques.

3. Describe a time when you were responsible for helping a group of people understand anew way of thinking about problems and opportunities.



1. Describe a situation in which you needed to build trust with someone (e.g. customer,colleague, partner). How did you go about it

2. In any organization there often are conflicting departmental goals. Tell me about a timewhen you modified your goal for another department's benefit, and a time when you stuckwith your goal and asked another department to modify its goal.

3. Interacting with others at work can be challenging at times. Tell me about the greatestdifficulty you faced when trying to get along with peers at work. How did you handle thesituation? Describe what you did and the results.

PERSONAL ORIENTATION TO LEADERSHIP


1. What do you see as your major strengths and areas for development? What evidence doyou have to support this? Do you think others see you this way (if not, why not)? Whatsteps have you taken to address your development areas?

2. Tell me about the most complex aspect of your job. What makes it complex, and how haveyou dealt with complexity?

3. What are some of the typical obstacles or barriers you encounter at work that make itdifficult to achieve required goals? Can you provide an example that illustrates how youhave handled these difficulties?



Glossary of Terms

COMPETENCIES1. Making Decisions

DECISION MAKING:Identifying and understanding issues, problems, and opportunities; comparing data from different sources to drawconclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking actionthat is consistent with available facts, constraints, and probable consequences..

PLANNING AND ORGANIZING:Establishing courses of action for self and others to ensure that work is completed efficiently.

2. Leading Individuals and TeamsCOACHING:Providing timely guidance and feedback to help others strengthen specific knowledge/skill areas needed to accomplish atask or solve a problem.

FACILITATING CHANGE:Encouraging others to seek opportunities for different and innovative approaches to addressing problems and opportunities;facilitating the implementation and acceptance of change within the workplace.

3. Working Effectively with OthersBUILDING PARTNERSHIPS:Developing and using collaborative relationships to facilitate the accomplishment of work goals.

BUILDING CUSTOMER LOYALTY:Ensuring that the customer perspective is a driving force behind business decisions and activities; crafting and implementingservice practices that meet customers' and own organization's needs.

GAINING COMMITMENT:Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one's own behavior toaccommodate tasks, situations, and individuals involved.

ATTRIBUTES1. Making Decisions

DEMONSTRATING A QUALITY ORIENTATION:The degree to which an individual enjoys being thorough, organized, deliberate, and timely.

HAVING A SYSTEMATIC DECISION-MAKING STYLE:The degree to which an individual enjoys gathering relevant information and views regarding an issue, considering possiblealternative solutions, and arriving at timely decisions.



Glossary of Terms

2. Leading Individuals and TeamREADING PEOPLE:The degree to which an individual effectively perceives, assesses, and manages his/her own emotions, and those of others.TAKING RESPONSIBILITY:The degree to which an individual believes his/her own efforts and abilities have a strong impact on successful orunsuccessful outcomes.

3. Working Effectively With OthersHAVING AN OUTGOING DISPOSITION:The degree to which an individual enjoys actively seeking interactions with others at work.HAVING A RELATIONSHIP ORIENTATION:The degree to which an individual enjoys building and maintaining effective work relationships.

SHARING THOUGHTS AND FEELINGS:The degree to which an individual shares openly his/her own feelings, thoughts, and desires.

4. Personal Orientation to LeadershipDISPLAYING ADAPTABILITY:The degree to which an individual adjusts his/her approach when experiencing major changes at work.

DISPLAYING CONFIDENCE:The degree to which an individual is confident in addressing new work challenges and learning new tasks.

HAVING A LEARNING ORIENTATION:The degree to which an individual is curious, enjoys task variety and likes to learn about new and different approaches andtypes of people.HAVING AN ACHIEVEMENT ORIENTATION:The degree to which an individual enjoys setting and striving to achieve stretch goals in his/her profession.HAVING A WILLINGNESS TO LEAD:The degree to which an individual is inclined to take charge of work problems/projects and guide and direct others.


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